Facilitate the delivery of services to business lines through innovative, seamless, efficient and effective use of resources to support organisational capability.
Total budget for 2016-17 is $314 Million
DVA will demonstrate our performance through the following measures:
Enabling 4.1: Provide a professional, engaged and flexible workforce
DVA’s workforce strategy describes DVA’s planned approach to shaping and developing our workforce to access the capabilities we will need to achieve our Towards 2020 vision. By developing our staff we will increase our capability and capacity to achieve our purpose. Our fully trained, motivated and high performing staff will then be able to deliver a high standard of support to all clients.
|4.1.1||APS workforce is affordable and within budget||Achieved||No||✔||✔||✔||✔|
|4.1.2||Workforce strategy is in place and reviewed regularly to meet operational requirements||Achieved||No||✔||✔||✔||✔|
|4.1.3||Workforce is engaged and actively participates with attendance rates consistent with like APS agencies||>95%||No||✔||✔||✔||✔|
|4.1.4||Workforce actively participates in Performance Agreements under the Performance Feedback Scheme||>90%||No||✔||✔||✔||✔|
Enabling 4.2: Deliver sound financial management
Sound financial management, governance and control practices will enable DVA to achieve financial sustainability and assist in meeting service delivery requirements and the Government’s commitment.
|4.2.1||The Strategic Financial Plan is in place, and it is reviewed and updated regularly||Achieved||No||✔||✔||✔||✔|
|4.2.2||Unqualified financial statements||Achieved||No||✔||✔||✔||✔|
|4.2.3||Continue to monitor the financial performance of the Department to ensure sustainability||Achieved||No||✔||✔||✔||✔|
Enabling 4.3: Provide reliable, responsive, accessible and cost effective digital services
Digital services are a key enabler for DVA business, both for client access and the provision of service. DVA is working to transform our legacy systems to improve clients’ interactive experience and the timeliness of claims processing and delivery of services to clients.
|4.3.1||ICT Platform availability||>98%||No||✔||✔||✔||✔|
Enabling 4.4: Partner with other Commonwealth agencies including Defence, Health and Human Services
DVA’s partnerships with other Commonwealth agencies are essential to provide the best possible services to clients. DVA is working with Defence to improve whole-of-life client activities and the Department of Human Services (DHS) to leverage whole-of-government ICT capabilities.
|4.4.1||Governance arrangements are established and reviewed in accordance with respective agency agreements.||Achieved||No||✔||✔||✔||✔|
Enabling 4.5: Engage with stakeholders including ex-service organisations and Defence
DVA consults with the ex-service and defence communities on a range of matters such as policy and program development, community activities and emerging issues. This also includes informing and educating clients, providers, ESOs and other stakeholders as well as seeking and acting on their feedback.
Consultation with the ex-service community is primarily achieved through the National Consultation Framework (NCF) – a group of forums that bring together key stakeholders including ex-service organisations and other government agencies.
|4.5.1||Consultative fora are established with ESOs and Defence communities and reviewed in accordance with the NCF Framework.||Achieved||No||✔||✔||✔||✔|
Enabling 4.6: Manage a program of strategic research
DVA coordinates and manages the development of research, through the Applied Research Program (ARP). The ARP provides best practice research about the health and wellbeing needs of Australia’s veteran community and ways to improve DVA’s services and care. DVA continually monitors and assesses the approach to research to improve the availability and quality of evidence
|4.6.1||Research has been undertaken in accordance with the Applied Research Program (ARP)||Achieved||No||✔||✔||✔||✔|